If you could tell the rest of the company one thing about the Global Experience Team, what would it be?
Our team of four has experience in every single hotel department apart from Engineering and Security, giving us the unique ability to really empathise with employees and more deeply understand their challenges.

What does a day in your life look like?
I’m often collaborating with departments (such as IT, Brand and F&B) to implement new initiatives. My team and I will discuss all manner of projects – except during our lunches, where we avoid work talk as best we can! My day can include mentoring, leadership check-ins, KPI reviews, and – while on property – meeting with the operating teams, observing practices and guiding change. I’m also pursuing a master’s in psychology to help me better understand our guests.

What are the biggest challenges in your role?
Balancing consistency and individuality across ten hotels is a major challenge. As a small team, we have to rely on hotel employees to drive and sustain new initiatives while receiving our support remotely.

How do you measure the KPIs of exceptional service?
Official key performance indicators include our guest engagement, emotional need and problem resolution scores, calculated from guest feedback surveys. These indicate a hotel’s performance and how positively our initiatives impact guests. However, our unofficial KPIs – such as candid, internal feedback regarding work and personal happiness – are just as important.

How would you describe the team’s strategic approach?
We measure everything against nine emotional needs: Control, Respect, Sophistication, Harmony, Delight, Impact, Connection, Status and Empathy. For each and every project, we’re looking for improvement on at least one of these, although often more than one. Since we all have a hotel background, this team balances everything with the desire to make our colleagues’ lives better and easier on property.    

How did the Ultimate Leaders Programme prepare you for this role?
I joined Dorchester Collection at The Dorchester as an ULP in 2019 until my second rotation at 45 Park Lane in March 2020, when the pandemic changed everything. During this challenging time, I took every opportunity presented to me with open arms and learned how to be both resilient and open, which has been helpful here. I also saw so much inspirational leadership and now aspire to emulate that as I build my career.

What are you most proud of in your time on the Global Experience Team?
The Lana’s pre-opening, where we delivered more than 100 hours of training on systems, culture and all things GX over the course of three weeks – all to ensure a successful opening. Many of the colleagues from that time are still passing on their knowledge to newer team members today.

If you could tell the rest of the company one thing about the Global Experience Team, what would it be?
We really are only a team of four! 

What does a day in your life look like?
I work with a fantastic team of Guest Intelligence Managers around the world to ensure operational team systems are used efficiently. Our CRM Nexus is very technical but deeply enhances guest centricity across the collection when used correctly. My days focus on Nexus and addressing hotel needs, making CRM changes happen when needed. I also lead various GX tech projects, such as the new Concierge tool that’s launching soon. Beyond work, I enjoy time with my partner, travelling, live music events and visiting museums.

How would you describe your strategic approach?
Technology plays a key role in our strategy. We constantly adopt new tools to improve agility and provide hotels with the support they need. Ultimately, guest centricity is at the core of every initiative we launch, while also elevating the brand and encouraging a more global approach.

What are the biggest challenges in your role?
Changing processes and aligning stakeholders can be tough: it’s not always possible to satisfy everyone. Balancing diverse perspectives and needs while maintaining our vision, values, culture and guest centricity is critical. My motto in challenging moments is: be patient and never give up.

What are you most proud of in your time on the Global Experience Team?
I’m most proud of the relationships and trust I’ve built with teams out on property. I’ve always known that valuing and supporting people fosters collaboration and motivation – and both lead to great results.

What three qualities do you need to ace this job?
First is attention to detail. The tiniest things make the biggest difference in our guests’ journey and daily operations. Second is empathy. We live and breathe the emotional needs of our guests, ensuring that we are always thinking from their perspective. Third is adaptability. We manage constant operational change and being flexible helps us launch new initiatives and technologies and enhance efficiency.

How did the ULP prepare you for this role?
It taught me what it truly means to be guest centric. Working in event operations at two of our UK properties exposed me to high-pressure environments where every detail counts. I learned how to anticipate our guests’ needs and stay calm under pressure, all while making sure each guest interaction felt personal. It shaped my mindset: balancing efficiency with a guest-first approach.

What are your hallmarks of great service?
It all starts with a warm, genuine smile. This instantly puts guests at ease and creates that sense of warmth at our properties. Great service should feel effortless, thoughtful and personal, and make every guest feel seen and cared for, often through the smallest, most sincere gestures.

How do you measure the KPIs of exceptional service?
Our quarterly EcoSure audits track Brand, Product, Cleanliness and Maintenance. The global results speak volumes – our hotels regularly score above 92 per cent, with the Brand standard hitting 100 per cent across The Collection, reflecting just how deeply our teams understand and embody our brand identity.